Index:

1. What is a Management Development Centre (MDC)?
2. On what level is the MDC presented?
3. What format is used during a Collaborative MDC?
4. What are the benefits of an MDC?
5. What happens after the MDC?
6. Will I have the support of my line-manager?
7. I am not sure whether I want to become a manager or if I should rather specialize in my technical field. Will it not be a waste of time and money to attend an MDC?
8. Can I attend the MDC as an individual or should my company "buy into the process" first?
9. What is necessary to make the process a success?
10. Can one send "problem people" to the MDC to "see the light"?
11. Management in my company is not performing well. Will the MDC solve this problem?
12. Do you have "off-the-shelf" MDCs that can be presented in my company?
13. What is a competency?
14. What is the difference between an Assessment Centre, a Development Centre and a Learning Centre?
15. What type of Centre is presented by The Consultants ?
16. Why do you call most of your Centres Collaborative Centres?
17. Where do you present the Centres?

1. What is a Management Development Centre (MDC)?
The MDC is not just a course to be attended, but a process empowering delegates to plan their development so they may realise their management-leadership potential. This process begins with delegates attending a two-and a half to three day Centre. The delegates go through various simulations to identify their current areas of management-leadership strengths and areas that would benefit from development.

2. On what level is the MDC presented?
There are three levels, starting with the First Line MDC (Supervisors), followed by the Managers MDC (Middle Management) and ultimately the Senior/Executive Managers MDC. The process is structured so that delegates may start at the level most appropriate to their skills and experience. Different competencies (skills, knowledge and experience) are relevant to various levels of management and thus delegates will regularly aquire new skills.

3. What format is used during a Collaborative MDC ?
Delegates are not lectured to, but experience real life situations during the simulations used at the Centre. Behaviour observed during the simulations is evaluated by the delegate together with the facilitator.

4. What are the benefits of an MDC?
Delegates future development focuses on their unique management-leadership development needs. Delegates understand why a competency is a development area and are therefore more committed to turning it into an area of strength.

The overall development process is focused and results-oriented to provide a return on investment for all involved. Because the centres are collaborative, delegates get feedback throughout the process and learning takes place during the Centre as well as thereafter.

5. What happens after the MDC?
At the end of an MDC delegates receive a personal Management-Leadership Development Plan. This plan formulates specific development areas and objectives. The delegates are able to implement practical developmental steps immediately.

Shortly after delegates attending a centre, a Feedback Discussion with the delegates' direct line manager and a representative from The Consultants takes place. During this session formal and informal training courses are identified as well as other appropriate training interventions. Follow-up Discussions take place every six months to monitor delegates' progress until all development areas have been addressed.

6. Will I have the support of my line manager?
Yes. Your line manager will be present at the Feedback Discussion and the Follow-up Discussions. Your line manager will also assist you by giving you continuous feedback on how to integrate new skills into the normal course of your work.

7. I am not sure whether I want to become a manager or if I should rather specialise in my technical field. Will it not be a waste of time and money if I attend an MDC?
The First Line Managers (Supervisory) MDC affords you the ideal opportunity to experience "a day in the life of a manager". Use this opportunity to make up your mind. Another advantage of going through the initial process is that you will walk away not only with the answer to that question but also with a career-guiding Development Plan .

8. Can I attend the MDC as an individual or should my company "buy into the process" first?"
You can attend an MDC as an individual if there is a vacancy at an in-house MDC presented at another company. However, for best results it is recommended that the process as a whole be implemented within the framework of an organisation.

9. What is necessary to make the process a success?
Firstly the support from management (from Executive Management through to First Line Management). This includes your direct manager whose role it is to coach you "on-the-job" and to create the opportunity for you to get the right exposure to implement newly acquired skills.

Secondly, the MDC process should be integrated with other People processes. As an example, you would need support from your organisation's People Development section to arrange for the identified training interventions to take place.

Thirdly, total commitment from yourself to implement your Development Plan.

10. Can one send "problem people" to the MDC to "see the light"?
The purpose of the MDC is to identify management-leadership development needs. It is the start of a focused development process, not a "quick fix" to problems.

11. Management in my company is not performing well. Will the MDC solve this problem?
There might be more than one reason why management is not performing well in your organisation. It would be necessary to identify the root cause of the problem, before the "remedy" can be decided upon.

12. Do you have "off-the-shelf" MDCs that can be presented in my company?
Although we do have simulations that can be presented in any company, we prefer to first ensure that the competencies we evaluate, as well as the situations in which we evaluate the competencies, are relevant to your company. We develop unique Centres for most of our clients.

13. What is a competency?
There are various definitions of "competencies". We define a competency as the cluster of visible behaviour, based on knowledge and skills, that are necessary for a person to perform effectively on the job. Each level of position in the organisation has a specific competency profile.

14. What is the difference between an Assessment Centre, a Development Centre and a Learning Centre?
All three types of Centres use simulations to elicit behaviour from delegates. However, Assessment Centres and Development Centres have different purposes. An Assessment Centre enables a company to select the most appropriate candidate from a number of candidates who have applied for a position. Candidates usually do not get feedback about their performance at a Assessment Centre.

A Development Centre will highlight development needs so that the future development of the delegate is focused. The delegates get feedback about their performance and a Development Plan is drawn up.

A Learning Centre is a type of Development Centre. The delegates get feedback during the Centre itself. They also get theoretical input about the competencies evaluated at the Centre.

15. What type of Centre is presented by The Consultants ?
We present both Assessment Centres as well as Development Centres, depending on the needs of the client.

16. Why do you call most of your centres Collaborative Centres?
A Collaborative Centre is a combination of Development and Learning Centres. In addition, the delegates classify and evaluate their performance together with a facilitator. The delegates therefore get immediate performance feedback.

17. Where do you present the Centres?
The Centres can be presented on site as well as off-site at a venue arranged by your company.

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